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February 6, 2019 Alex Woodie

We kicked off their 2019 soothsaying closing week with predictions from IBM i leaders on what the brand new year will carry. They hold the ball rolling this week with one more batch of predictions from their chums around the IBM i community.

in keeping with Alison Butterill, IBM‘s the software director for providing management for IBM i, the platform will build off the momentum generated with remaining year’s thirtieth anniversary celebrant.

“The excitement begun in 2018 as they highlighted customer innovation around the world will continue into 2019,” Butterill says. “The momentum continues to develop as clients are looking at how you can give solutions to business problems by using extending their IBM i applications and statistics into the realm of AI and computing device studying. whereas some valued clientele are just starting to view this as a way to the long run, others are already integrating the technology into their business options. 2019 could be a fine year for innovation.”

Nothing occurs in IBM i – or any walk of lifestyles for that matter – with out individuals. To that end, they flip the mic over to Bob Langieri, a longtime IBM i recruiter and CEO of Excel Technical capabilities.

“The traits that I even have viewed over the final six to 365 days are giving me extra self assurance to relay what I see from a recruiter’s standpoint,” Langieri writes. “while new openings for RPG talent is not at the degree they noticed pre-Y2K, there turned into a particular up-tick in 2018 and going into 2019. The most desirable individuals are working and basically received’t leave their agencies unless their company is moving or getting off the IBM i. corporations are paying respectable americans greater salaries to hold them. corporations are calling me more as a result of a person on their workforce is retiring. In some cases they look for a replacement employee, but in some situations, they're calling me for a part-time aid to augment their staff or to cowl their talents hole before a person retires.

“extra of the contract programming work is longer term in preference to two-to-three month projects,” the Orange County, California, resident says. “there's a dwindling deliver of RPG skill attainable, certainly with the appropriate capabilities. whereas ILE and Freeform RPG are pretty a whole lot the requisites, many shops nonetheless have a pretty good amount of legacy RPG code that isn't contemporary RPG. yet another issue is that documentation is both absent or substantially lacking clear workings of a software. In commonplace, most retail outlets are too understaffed to keep up with the premiere ‘ideal practices’ for utility building, modernization, documentation, adapting new technologies, testing their HA or catastrophe plan.

“Managers deserve to fight for greater budget and body of workers,” Langieri continues. “I believe that many retailers aren't capable of keep up the utmost security for their records facilities. They have faith that the IBM i is so cozy that they need not fret, yet the better of organizations are breached very nearly every day. i am seeing more groups going off the platform to get faraway from RPG, or going to the Cloud, partly because they see the pool of RPG builders retiring and never replenishing, however also as a result of there are extra systems that run open source equipment or gigantic scale ERP that overshadow RPG and the IBM i. whereas I absolutely disagree with their good judgment, the certainty is schools don’t train RPG.

“Linux is growing, Java, C, C++, VB.web, Python, C# and Hypertext Preprocessor dominate the top programming languages while RPG ranks someplace between 50 and seventy five. RPG is not going away, and right here to dwell after they child-boomers are gone, but it surely is a really small piece of the IT pie. folks that can do contemporary RPG and blend it with equipment like Ruby, personal home page or .web can nonetheless have their piece of the pie with ice cream on excellent.”

Get in a position for more open supply innovation in 2019, predicts Steve Will, the executive architect for IBM i.

“As IBM i shoppers adopt more open supply technology, taking knowledge of the work being performed via the IBM i building crew along with group individuals, 2019 will bring persisted growth of IBM i — in company outcomes, in pleasure around new capabilities, and in a renewed attention of the cost of the total equipment – hardware and application,” Will says. “Now that RPM has turn into the defacto standard components of making open application accessible for IBM i, the sheer variety of programs purchasable will enable builders to quite simply extend present functions — in every industry — and include contemporary accessories.

“The 2019 IBM bulletins involving IBM i'll deliver one more stage of excitement to a community it really is already energized by the thirtieth anniversary. Many purchasers are already adopting the newest and finest IBM i has to present.”

Shmuel Zailer, the CEO of Raz-Lee, is an optimist who works in a predominantly pessimistic box (security). Zailer shares his strategies on 2019 with IT Jungle:

“we're seeing fewer agencies leaving the platform,” Zailer says. “organic boom in the prevalent computing market will make certain that the IBM i market will develop as well. The outcomes is a reliable market with perhaps some boom.

“one more trend to look at is the chronic increase in popularity and utilization of iASP, specially for HA applications,” he continues. “further and further groups are splitting their utility between a couple of techniques. They need integration solutions . . . to be able to entry other databases at once from RPGLE and COBOL. they can see a more advantageous number of compatible solutions on the market.

“The GDPR movement will benefit momentum,” Zailer says. “The probability of fines and of harm to an organization’s reputation when personal assistance is compromised will still have a huge impact on safety operations in 2019. folks that idea GDPR didn’t apply to them are realizing that it does. they will deserve to take the imperative measures to make certain all their methods, together with their IBM i, comply. more states and international locations will follow the GDPR lead. Many US states have already handed data insurance policy laws on the heels of the GDPR, such because the California customer privacy Act of 2018, which was signed in June 2018 and will go into effect in below a 12 months.

“2018 showed us that IBM i methods are increasingly vulnerable to new cyber assaults, on account that sharing of IBM i IFS folders with other methods exposes your IBM i to the risks originated from those methods,” Zailer concludes. “Ransomware will proceed to cause havoc for agencies in 2019. we're making brilliant strides in this fight and predict to see some new options this year.”

one of the crucial IBMers who has worked basically behind the scenes is Brandon Pederson. Now the global IBM power programs content and community manager is taking a extra sought after role in shaping the narrative round IBM i.

“2019 could be yet another potent 12 months for the IBM vigor techniques neighborhood,” Pederson says. “we have simply introduced the new type of IBM Champions for power systems that includes a couple of new individuals. These consist of a few “sparkling faces” including Stephanie Rabbani and Josh hall of Seiden group, Simon Thompson from The institution of Birmingham, and Michael Karasienski of Carhartt. person companies all over may have one other busy year, putting on a couple of conferences such because the significant North American common POWERUp2019 event and common Europe Congress as well as native pursuits like WMCPA, OCEAN and MAGIC.

As an utility modernization answer vendor with a specialty in internet services, Open Legacy has up on the latest cloud technology. but the business is sensing some pullback from the cloud on the part of IBM i retail outlets.

“This 12 months companies will understand that the cloud is not a silver bullet,” Open Legacy tells IT Jungle. “although the cloud solves loads of issues, it isn’t always more cost-effective or less difficult to hold. It doesn’t at all times maximize performance. And, the cloud creates dependencies on a single seller. These distinctions are principally acute in functions designed for on-prem utilization. The change between internet hosting in the cloud and the use of cloud applied sciences, which supports on-prem, is large. 2019 is the yr AS/400 corporation say ‘no’ to a cloud handiest solution and say ‘yes’ to hybrid, which allows businesses the pliability to locate functionality within the cloud or on-prem.”

connected STORY

2019 Predictions: IBM i fashion recognizing

IBM vigor device S922: Rack Server Overview and insight | Real Questions and Pass4sure dumps

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bottom line:

The IBM energy methods S922 server is designed from the floor up for information intensive workloads like databases or analytics. it will probably aid a couple of key commercial enterprise statistics-intensive eventualities, including mainstream purposes, main-side HPC workloads and evolving synthetic intelligence (AI) initiatives.

purchasers looking for important compute vigour may still comprehend this key truth: POWER9 options are the basis of the world’s first and third fastest supercomputers, the U.S. department of energy’s Summit and Sierra installations.

IBM vigour servers are inclined to have an improved charge of entry than x86 machines. however, in line with a examine via Quark + Lepton, IBM vigor programs working IBM I utility have 60% lessen total can charge of possession than home windows/SQL Server or X86 based Oracle techniques. IBM’s pitch is that there are limits to what commodity architectures can do.

despite the fact, in case you expect surges prominent and don’t have room for downtime, licensing expenses, or occasional crashes a stronger enterprise architecture can be required.

Product description:

The S922 is a 1 or 2 socket server that offers a wide variety of core configurations and as much as 4 TB of reminiscence. Chip core speeds on the 4-core are 2.8 to 3.8GHz, on the eight core are 3.4 to three.9 GHz and on the 10 core are 2.9 to three.8 GHz. the single socket version provides up to six PCIe ( 2 x Gen4 and four x Gen3) slots and the two socket version provides up to 9 slots (three extra Gen4 slots). One slot is used by means of a compulsory Ethernet adapter. depending on what is connected, up to a few of these slots may be reserved for other applications. IBM i is barely supported on the 6 cores and 8 core processors and is restricted to four cores of IBM i with a application tier of P10.

energy programs are known for his or her RAS (resiliency, availability, serviceability) aspects. IBM POWER9-primarily based techniques are spoke of to carry up to 10X sooner bandwidth acceleration and 50% stronger reminiscence bandwidth than comparable x86 solutions. They additionally aid the latest in records transfer technologies, together with PCIe 4.0 and novel NVLink and OpenCAPI interfaces. This new server technology comes together with twice the reminiscence footprint than POWER8. changes in the reminiscence subsystem and the use of the newest DIMMs increase expense/performance.


variety of processors:

up to 2

Processors supported:

IBM POWER9 Scale-Out SMT8 processor (12-core, 10-core, eight-core, four-core choices)

Cores per processor:

4, 8,10 cores per socket

optimum processor frequency/cache:

3.9 GHz/512k L2 and 10 MB L3

I/O expansion slots:

the one socket edition gives up to six PCIe ( 2 x Gen4 and 4 x Gen3) slots and the two socket version offers as much as 9 slots (three more Gen4 slots). One slot is used with the aid of a compulsory Ethernet adapter. reckoning on what is attached, up to three of those slots can be reserved for other functions.

One entrance USB 3.0 ports – Two rear USB 3.0 ports – Two HMC 1 GbE RJ45 ports – One equipment port with RJ45 connector – 1x USB three.0 front, 2x USB 3.0 rear, 2x HMC 1 GB Eth RJ45 ports, one system port with RJ45 connector, 2x excessive velocity 25 Gb/s ports

highest reminiscence/# slots/velocity:

up to four TB/32 IS RDIMM slots/up to 2666 Mhz

maximum Persistent memory:


Storage controller:

S922/S924 has two inside direct connected storage connectors, an NVMe card and a SAS card


The digital functions internet portal is a single web entry factor that replaces the assorted entry features historically used to entry IBM cyber web services and aid. This internet portal makes it possible for you to gain simpler entry to IBM components for counsel in resolving technical complications. The newly improved My methods and premium Search capabilities make it even more convenient for electronic provider Agent-enabled clients to tune system stock and find pertinent fixes.

My methods provides positive reviews of installed hardware and application the use of assistance collected from the methods by using IBM digital carrier Agent. studies are available for any system linked to the customer's IBMid. top class Search combines the characteristic of search and the price of digital service Agent information, proposing advanced search of the technical assist knowledgebase.

“it is a clear option if you already have a longtime IBM AIX atmosphere and want to sustain compatibility and keep performance. There are related alternatives now which may be capable of get you to three nines for 1/2 the charges,” said a Senior supervisor of IT in the manufacturing industry. 

Key markets and use instances:

IBM power techniques S922 server conveniently integrates into an organization’s cloud & cognitive method and offers sophisticated cost efficiency for mission crucial workloads.

POWER9 is designed from the ground up for records intensive workloads like databases or analytics


20 core, 512 GB, $37,222. The utility is costly.

“it's a product with excessive performance, efficiency and financial indices in the IT market,” spoke of an purposes Engineering in the education trade. "Deployment is very effortless, but took greater than three months. It proved within your means ultimately.”


IBM vigour S922

Max Processor Frequency

3.9 GHz/512k L2 and 10 MB L3

Max Persistent reminiscence


form ingredient


Max Processors

2 POWER9 Scale-Out SMT8

Max reminiscence

four TB

Max Storage

4 TB



Key Differentiator

desirable processing vigour

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There is a difference between knowledge and understanding. Knowledge typically comes down to knowing facts while understanding is the application of knowledge to the mastery of systems. You can know a lot while understanding very little. Just as an example, IBM’s Watson artificial intelligence system that defeated the TV Jeopardy champs a few years ago knew all there was to know about Jeopardy questions but didn’t really understand anything. Ask Watson to apply to removing your appendix its knowledge of hundreds of medical questions and you’d be disappointed and probably dead. That’s the problem with most analytics, which is why it can be a hard sell.

The answer to this problem, we’re told, is not just machine learning but Deep Machine Learning, the difference between the two being that plain old machine learning is a statistical process that could be (and used to be) replicated by hand, while the deeper variety looks several generations deep in a longitudinal analysis that quickly grows too big for mere mortals to comprehend. Deep machine learning will, theoretically, find all the interconnections and dependencies that until now we’ve had to rely on domain experts to provide, yet even then it can only happen if you happen to be gathering the right data.

With regular machine learning, when IBM talks about Watson looking inside your business and finding answers, well that can only really happen if a few PhDs are attached to the software. But with deep machine learning the idea is that the machine can do it all. No PhDs required, which would be quite a breakthrough. And so all the big companies fighting over the future of IT are building new circuits -- hardware -- for deep machine learning. Google and IBM have made recent announcements about theirs. Microsoft told me a couple weeks ago that they have similar hardware working in their lab. It’s a space race.

And it’s also at least five years from being real on any commercial scale.

Until deep machine learning is common and fast we’ll be stuck with more mundane analytics. So no, Watson isn’t going to be crunching your company numbers soon and spitting out the right answers or even the right questions to ask. We’re simply not there yet.

Which brings us to a curious thing happening at IBM. Not closing the I.M. Pei-designed lab in Somers, New York that was announced last week. That campus has been half-empty for years. Nor am I talking about the continuation of IBM’s brutal GTS layoffs, which reportedly killed another 14,000+ IBM jobs last week. What I am talking about here is the reorganization of IBM’s analytics business unit that was announced internally two weeks ago. You won’t find a news story about it… until now.

The analytics reorg labelled "One Team, One Platform" wasn’t technically a Resource Action (forced layoff). It was explained as a streamlining of business processes to improve efficiency. Citing similar moves at Google, IBM’s analytics group would no longer have employees working from home and the number of official analytics office locations worldwide would decrease from 200 to 30. People will soon be working and meeting physically together, some of them for the first time. This is good, right?

Yet the reorg is wildly unpopular within the ranks for one important reason: If for some reason affected IBMers need to keep working from home or they can’t or won’t move to their designated IBM office location, well then they are deciding to quit in the view of IBM, which means they are out of the company with no severance -- no package.

Analytics general manager Rob Thomas, who announced the reorg, has been uniformly described to me by IBMers from that division as "an idiot", which may be some internal IBM technical term, I don’t know.

The reorg, which tellingly requires some orthodox Jewish IBMers working in Israel to reverse history and relocate to either Germany or Poland, will inevitably result in a significant reduction in head count yet not have to be accounted for as one. These are stealth layoffs.

Remember that the future of IBM is supposed to be all about CAMSS (cloud, analytics, mobile, security, social) and analytics is the A in CAMSS. In one moment IBM says analytics is strategic, that they are investing and hiring in the area, yet at the same time the company is taking actions that will inevitably lead to the loss of at least some employees who are vital to the unit.

It’s the blindness of this reorg that amazes me. Heads will go no matter what, but in this case the specific heads won’t be decided by the company but by the workers, themselves. The best workers will be the most employable and therefore the quickest to go. If analytics is so strategic how can IBM allow that to happen?

I believe I know what’s happening here. Years of layoffs and unfilled positions at IBM mean that pretty much everyone remaining who isn’t in management is already very good at their jobs. There is no more fat to cut. So why not leave it up to the employees, themselves, especially if the gambit will result in very low separation expenses?

It is unlikely that any of the IBMers who are lost in this reorg will be replaced. Rather, as has become the norm at IBM in recent years, those who are left will be expected to pick up the slack.

Yes, but what about CAMSS? What about analytics being so strategic to the future of IBM?

In order to understand that they have to also understand who is IBM’s customer. Peter Drucker wrote that the purpose of the corporation is "to find a customer". Well who is IBM’s customer if the company is effectively cutting one of the divisions it is relying upon for future growth?

IBM’s customer is Wall Street.

IBM’s products are earnings-per-share, dividends, and share buy-backs, not hardware, software or computer services.

This morning I took a quick look at IBM‘s 1Q16 statement. It was interesting what was stated, how it was stated, and what was not stated. They signed $4.2 billion in Analytics and $2.6 billion in Cloud business. The rest of CAMSS was puny. If Analytics is doing better than the rest, why mess with it? How many billions have they spent to make $11 billion a year on cloud?

IBM has mostly reported revenue. Part of the company’s sales culture, it is what you sign in deals that matters. But how much profit is each division making? That is how most companies are managed. IBM‘s big money maker is services and that is losing business. IBM wants to keep Wall Street off the scent and keeping reported earnings up is critical. So they’re cutting deep with no severance. This is all about buying time until the new business gains traction. However if the new business doesn’t make as much profit, that is going to be a big problem.

This is a very scary gamble for IBM.

What this analytics reorg means is that IBM can’t see a way to reach its near-term Wall Street product objectives without cutting heads in analytics. The division was built up in anticipation of certain sales and profit targets, those targets have not been reached, so IBM will cut expenses until the numbers look right. Forget that this reorg will actually result in less -- not more -- work being done. Forget that it makes even less likely IBM achieving its goals for analytics. Forget all of that.

What it means is the A in CAMSS has already failed. That’s my understanding.

Can Anyone Stop Amazon from Winning the Industrial Internet? | real questions and Pass4sure dumps

Executive Summary

Digital natives like Amazon have already disrupted industries such as media, publishing, travel, music, and photography. But who is likely to assume leadership in creating and capturing economic value in Type 3 products (products which have physical components, “smart” components, and connectivity)? If digital natives want to develop software-enabled solutions that siphon off significant value from industrial hardware, they must overcome three barriers: the physics of the hardware, customer intimacy, and difficulty in sharing risks. Likewise, if industrial giants want to lead in the industrial internet they will need to overcome their three barriers: software talent, digital culture, and the incumbent’s dilemma. Among the tech giants, Amazon is a likely winner in the Industrial Internet, as it has successfully fused physical with digital. Amazon understands the economic laws of analog products and is not afraid of massive up-front investments and slower growth.

Just the announcement that Jeff Bezos, Warren Buffett, and Jaime Dimon will be entering the health care space has sent shock waves for industry incumbents such as CVS, Cigna, and UnitedHealth. It also puts a fundamental question back on the agendas of CEOs in other industries: Will software eat the world, as Marc Andreessen famously quipped? Is this a warning shot that signals that other legacy industrial companies, such as Ford, Deere, and Rolls Royce are also at increased risk of being disrupted?

To start to answer that question, let’s tally up the score. There are three types of products today. Digital natives (Amazon, Google, Facebook, Microsoft, IBM) have gained competitive advantage in the first two, and the jury is still out on the third:

  • Type 1: These are “pure” information goods, where digital natives rule. An example would be Google in search, or Facebook in social networking. Their business models benefit from internet connectivity and they enjoy tremendous network effects.
  • Type 2: These are once-analog products that have now been converted into digital products, such as photography, books, and music. Here too, digital natives dominate. These products are typically sold as a service via digital distribution platforms ( for books, Spotify for music, Netflix for movies).
  • Type 3: Then there are products where input-output efficiency and reliability of the physical components are still critical but digital is becoming an integral part of the product itself (in effect, computers are being put inside products). This is the world of the Internet of Things (IOT) and the Industrial Internet.
  • Manufacturing-heavy companies such as Caterpillar, Ford, and Rolls Royce compete in this world. An aircraft engine is unlikely to become a purely digital product any time soon! Such products have three components: physical components, “smart” components (sensors, controls, microprocessors, software, and enhanced user interface), and connectivity (one machine connected to another machine; one machine connected to many machines; and many machines connected to each other in a system).

    Digital natives have already disrupted industries such as media, publishing, travel, music, and photography. But who is likely to assume leadership in creating and capturing economic value in Type 3 products: Digital natives or industry incumbents? Ford or Tesla? Rolls Royce or IBM? Caterpillar or Microsoft? Amazon, Berkshire Hathaway and JPMorgan Chase combine or UnitedHealth?

    The Challenges for Digital Natives

    Value will no doubt be created in the era of smart, connected machines. They don’t expect Amazon or Microsoft or IBM to design, make, and market agricultural tractors, aircraft engines, or MR scanners. The question really is: Can digital natives develop software-enabled solutions that siphon off significant value from industrial hardware? The answer is “yes.” But it won’t be easy. It will require tremendous amounts of investments in building new capabilities for hardware companies like HP, Cisco, Dell, Samsung, and Lenovo; established software companies like Facebook, Google, Amazon, and Microsoft; and start-ups. In particular, there are three barriers they must overcome:

    1. The physics of the hardware. Companies like Rolls Royce design and manufacture jet engines. These are very complicated machines. There is hard science behind these machines. That’s much different than digital natives like Airbnb where marketing is more important than technical expertise.

    Industry incumbents have expertise in the material sciences, for instance. Further, scientific knowledge keeps improving over time. They have made heavy R&D investments—both basic and applied—to remain at the cutting-edge of the physics of the hardware. Much of this scientific knowledge is protected by patents.

    Mastery of hard science is a pre-requisite to develop software-based solutions on the hardware. These companies’ superior product/domain knowledge provides them the comparative advantage to model the asset’s performance and write high-end/high value-added software applications. A “pure” digital company can write commodity software applications. But it must acquire enough capabilities on the physics to write sophisticated apps that improve assets’ performance.

    2. Customer intimacy. Industrial giants have well-established brands, built strong customer relationships, and signed long-term service contracts. They’ve won the customer’s trust, which is why customers are willing to share data. Digital natives can work with industrial customers, but they have to first earn their trust; they must build capabilities to understand customer operations; they must match the industrials’ cumulative learning from customer interactions; they must learn to ask for the right data; and they have to hire experts in several verticals that can turn data into insights.

    3. Difficulty in sharing risks. Industrial incumbents have product knowledge, customer relationships, and field engineers on customer sites. Companies like Rolls Royce can, therefore, offer outcome deals where they guarantee customer outcomes (examples: zero downtime, higher speed, more fuel efficiency, zero operator error, greater reliability) and share risks and rewards with customers. It would be very hard for Amazon or Google to guarantee customer outcomes and take risks with businesses whose operations they know little about.

    The Challenges for Industrial Giants

    Can the industrial giants lead in the Industrial Internet? The answer is “yes.” But it won’t be easy for them, either. They too have three significant barriers to overcome:

    1. Software talent: The IT talent in industrial companies can execute projects oriented towards process efficiency and cost reduction. That talent is ill-suited to develop new, breakthrough software products that offer superior customer outcomes. For that end, they must be able to attract world-class innovators and software engineers. Is, say, Rolls Royce, in the same consideration set as Facebook and Google for young tech employees? Not, really. If so, how can the industrial giants compete to attract the best talent?

    2. Digital culture: Industrial businesses and digital businesses operate with completely different principles. The characteristics of hardware businesses include long product development cycle, Six Sigma efficiency, and long sales cycle. Software businesses have different characteristics: short product development cycle, flexibility, and short sales cycle. The industrials must build a digital culture based on concepts like lean, agile, simplicity, responsiveness, and speed. That’s a tall order for an established enterprise.

    3. The Incumbent’s Dilemma: Digital has the potential to disrupt industrial businesses. There are three ways digital strategy can cannibalize “core” industrial business. First, data and insights can help improve the productivity of machines; digital, therefore, has the potential to cannibalize future hardware sales. Second, data and insights increase the reliability of machines; digital therefore has the potential to cannibalize future service revenues. Third, software subscription and license might enable customers to do self-service. Current customers could terminate/renegotiate service contracts, and potential customers may not enter into service contracts at all. In short, it is very difficult for a company to disrupt itself.

    The future of the Industrial Internet will involve partnerships across a variety of players including tech companies and industrial companies. The key issue: Who will assume the leadership position to extract maximum economic value in such an ecosystem? Will industrial companies take the lead? Or will the digital natives take the lead? Both have a chance.

    If I were a betting man, I would place my bets on tech giants over industry incumbents. One factor that will favor digital companies in the industrial internet is technological/scientific breakthroughs that level the playing field for newcomers. For example, breakthroughs in battery technology made the electric cars possible. Electric cars are much simpler to design than cars with internal combustion engines, allowing Tesla and BYD to enter the market despite Ford’s decades of expertise. Since electrification and driverless cars go together, other tech companies such as Google, Baidu, Apple, and Lyft will also be able to enter the automotive market. Similar technological changes in jet engines and agricultural tractors can allow tech giants to gain foothold in these industries as well.

    More importantly, Amazon or Google have the resources to acquire the capabilities to master the physics and acquire customer relationships and compete with the industrial giants in the Industrial Internet. They have enough resources and some to buy them, if needed.

    Among the tech giants, Amazon is a likely winner in the Industrial Internet. It has successfully fused physical with digital. Amazon understands the economic laws of analog products and is not afraid of massive up-front investments and slower growth. Its acquisition of Whole Foods and experiments with Amazon Go grocery stores are an example. Amazon is the one company everyone’s scared of, even industrial giants.

    In the rush to build a social strategy, don’t pull a Tech Frankenstein | real questions and Pass4sure dumps

    ‘Social’ has become a leading theme—if not THE leading theme—among marketers. Marketers at major brands, retailers and increasingly, even financial services companies, are dabbling in everything from social promotions tools to drive higher traffic, sales and loyalty.

    With all the opportunities that come with social comes the unwelcome challenge of matching technologies to marketing objectives. And even though marketers are getting more analytical, most don’t relish the prospect of evaluating numerous vendors and technologies to get the job done, preferring instead to turn to outside agencies to make crucial technical decisions. This may be expedient in the short term, but an outside agency will never understand your needs as well as your own internal technology experts. An outside agency works well for a quick fix, but using internal resources prepares you for the long haul.

    As marketers increasingly graduate from experimenting with point solutions to truly wanting to drive ROI from Social, they will need the help of their own “Chief Innovation Officers” to succeed. Here’s why:

    Division of Labor

    The rise of social has made it everyone’s job to implement technology. While marketers are being pushed into working at a more technical level, in most cases, it’s not what they’re best at. In fact, a recent IBM study confirmed what they all intuitively know – 65% of CMOs feel unprepared to deal with the growing channel and tech device choices. Even as marketers shift their priorities, they can’t magically shift their skill set and many find themselves in unchartered territory. They know they need help – and they’re jumping to implement outside technologies they believe will provide it.

    Fortunately, there’s software for everything — particularly for what they need most — social networking and data-tracking. Unfortunately, while these technologies are helpful to marketers who need a leg up, they’re still more effective when by managed by someone with a technical background and familiarity with a company’s information infrastructure.

    That’s where IT comes in. They have a better mastery of technological solutions, how they work at a granular level and how they fit into the organization infrastructure and how they can be developed. Furthermore, your IT staff actually enjoys dealing with vendors, application stacks, and the interoperability of cloud-based tools, whereas most marketers seem them as means to an end. Not only can marketers offload some of this non-core responsibility, but they can focus on their core business imperatives, whether it’s increasing engagement or measuring social ROI.

    Seeing the Big Picture

    Marketers must be careful to select technologies that can not only help them implement quick changes, but also scale as needs expand and the company grows. Left to their own devices, marketers run the risk of creating a Frankenstein of mismatched technologies that don’t scale.  They need more help than a stand-alone software can provide.

    On the other hand, IT is uniquely positioned to help select social platforms that can succeed in this environment. They know to set up systems that unite the different departments of the organization. When they select solutions, they have in mind not just current needs but future potential.

    Conclusion: Everybody Wins

    No one in any department has yet mastered the best way to cope with changing technological landscape. Getting a handle on it is absolutely going to require collaboration.

    IT leaders don’t necessarily have an understanding of how social media and marketing operates, but they are better equipped to process analytics in a meaningful and efficient way. Every department excels at something different, and what makes this such an exciting time is that everyone’s skills are in demand. Devising an infrastructure chock-full of technologies that will benefit the company most requires an “all-hands on deck” philosophy. So marketers,  it’s time to stop fearing your counterparts in IT and go make friends. Only when everybody plays can anybody win.

    Nadim Hossain is currently the vice president of marketing at PowerReviews, a social software company that recently acquired by Bazaarvoice and used by leading brands such as Dillards, REI, Toys “R” Us, and Staples. Follow him @nadimhossain.

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